San Jose"s City Council just unanimously approved Google"s Downtown West project

The 80-acre project, first unveiled by city officials in 2017, is the largest in San Jose's history and could house 20,000 Google employees if fully built out......»»

Category: topSource: bizjournalsMay 26th, 2021

Los Angeles approved strictest vaccination requirement in the US, requiring it at restaurants, shopping centers, and hair and nail salons

The mandate would take effect on November 4 and apply to restaurants, coffee shops, gyms, museums, spas, and other businesses, per the Los Angeles Times. A medical assistant administers a COVID-19 vaccine dose to a woman at a clinic in Los Angeles on March 25, 2021. Mario Tama/Getty Images City officials in Los Angeles voted Wednesday in favor of enacting the strictest COVID-19 vaccine mandate in the US, the Los Angeles Times first reported. LA Mayor Eric Garcetti is expected to sign the ordinance, which requires vaccines at gyms, cafes, and nail and hair salons, among other businesses. The mandate is similar to one that went into effect in New York City last month. See more stories on Insider's business page. Officials in Los Angeles on Wednesday voted to approve the most strict COVID-19 vaccine requirements in any major US city, requiring COVID-19 vaccinations at restaurants, movie theaters, malls, and hair and nail salons. According to the Los Angeles Times, the ordinance passed the Los Angeles City Council by a vote of 11-2. Joe Buscaino, one of two council members who opposed the mandate, said he opposed the ordinance because he was concerned about how the mandate would be enforced, according to the Times. Fellow council members struck down amendments he proposed to the ordinance, including one that would've made it a crime to interfere with any employee trying to enforce it, the LA Times reported. Councilman John Lee also voted against the legislation, calling it "arbitrary." Los Angeles Mayor Eric Garcetti is expected to sign the ordinance into law. The mandate would take effect on November 4 and apply to businesses that include restaurants, coffee shops, museums, gyms, and spas, per the LA Times.The mandate is similar to one that went into effect in New York City in September, though is more comprehensive in that it requires the COVID-19 vaccine at shopping malls and at hair and nail salons.According to data from the Los Angeles County Department of Health, 77.6% of all residents over the age of 12 have been fully vaccinated against COVID-19.Read the original article on Business Insider.....»»

Category: topSource: businessinsiderOct 6th, 2021

Turkey"s Existential Choice: BRI Or Bust

Turkey's Existential Choice: BRI Or Bust Authored by Matthew Ehret via, Turkey may be where east meets west, but it can no longer afford to straddle two opposing geoeconomic agendas vying to define West and Central Asia's development. Ankara must choose, and soon... Two destinies are pulling on West Asia from two opposing visions of the future. As devotees of the rules-based order laid out by Zbigniew Brzezinski 40 years ago strive to uphold their dystopic model of dividing populations to feed endless wars, a more optimistic program of cooperation is being ushered in by China’s ever-evolving Belt and Road Initiative (BRI). While many nations have jumped on board this new paradigm with enthusiastic support, others have found themselves precariously straddling both worlds. Turkey plays footsie with great powers Chief among those indecisive nations is the Republic of Turkey, whose leader was given a harsh wake up call on 15 July, 2016. It was on this date that Russian intelligence provided Turkish President Recep Tayyip Erdogan the edge needed to narrowly avoid a coup launched by followers of exiled Islamist leader Fetullah Gulen. The timing of the coup has been subject to much speculation, but the fact that it occurred just two weeks after Erdogan’s letter of apology to Putin went public was likely not a coincidence. The apology in question referred to Turkey’s decision to shoot down a Russian fighter jet flying in Syrian airspace in November 2015, killing a soldier and very nearly activating NATO’s collective security pact. For years instrumental in providing weapons and logistical support to ISIS in both Iraq and Syria (via Operation Timber Sycamore), it is possible Erdogan was tiring of being used to further western interests in the Levant, when it had its own, quite different, aspirations in those territories. Whatever the case, since that fateful day, Turkey’s behavior as a player in West Asia took on an improved (though not entirely redeemed) character on a number of levels. Chief among those positive behavioral changes is Ankara’s participation in the Astana process with Tehran and Moscow to demilitarize large swathes of Syria. Turkey then purchased Russian S400 medium-long range missile defense systems, and has recently advanced plans to jointly produce submarines, jet engines and warships with Russia, while also accelerating the construction of a nuclear reactor built by Rosatom. That said, old habits die hard, and Turkey has been caught playing in both worlds, providing continued support for the terrorist-laden Free Syrian Army and Al Qaeda offshoot Hayat Tahrir Al Sham in Syria’s Idlib governorate. Turkey now has a total of 60 military bases and observation posts that provide protection for these and other militant groups in the country’s north. The Middle Corridor option On an economic level, Turkey’s ambition to become a gateway between Europe and Asia along the New Silk Road also indicates Erdogan’s resolution to break from his previous commitments to join the European Union and engage more intricately with the East. Turkey’s 7500 km Trans-Caspian East-West Middle Corridor is an ambitious project that runs parallel to the northern corridor of the BRI connecting China to Europe. This corridor, which began running in November 2019, has the benefit of cutting nearly 2000 km of distance off the active northern corridor and provides an efficient route between China and Europe. The route itself moves goods from the north-eastern Lianyungang Port in China through Xinjiang into Kazakhstan, the Caspian Sea, Azerbaijan, Georgia, Turkey and on to Europe via land and sea routes. Erdogan has previously stated that “the Middle Corridor lies at the heart of the BRI” and has called to “integrate the Middle Corridor into the BRI.” Other projects that are subsumed by the Middle Corridor include the $20 billion Istanbul Canal which will be a 45km connection between the Black and Marmara Seas (reducing traffic on the Bosporus) as well as the Marmara undersea railway, Eurasian Tunnel, and the third Istanbul Bridge. Without China’s increased involvement, not only will these projects fail to take shape, but the Middle Corridor itself would crumble into oblivion. Chinese trade with Turkey recently grew from $2 billion in 2002 to $26 billion in 2020, more than 1,000 Chinese companies have investment projects throughout the nation, and Chinese consortiums hold a 65 percent stake in Turkey’s third largest port. Restraining Ankara’s options These projects have not come without a fight from both internal forces within Turkey and external ones. Two major Turkish opposition parties have threatened to cancel the Canal Istanbul as a tactic to scare away potential investors at home and abroad. And internationally, financial warfare has been unleashed against Turkey’s economy on numerous levels. Credit ratings agencies have downgraded Turkey to a ‘high risk’ nation, and sanctions have been launched by the US and EU. These acts have contributed to international investors pulling out from Turkish government bonds (a quarter of all bonds were held by foreign investors in 2009, collapsing to less than 4 percent today) and depriving the nation of vital productive credit to build infrastructure. These attacks have also resulted in the biggest Turkish banks stating they will not provide any funding to the megaproject. Despite the fact that Chinese investments into Turkey have increased significantly, western Financial Direct Investments (FDIs) have fallen from $12.18 billion in 2009 to only $6.67 billion in 2021. Dialing down its Uyghur project As with Turkey’s relations with Russia, Erdogan’s desperate need to collaborate with China in the financial realm has resulted in a change of policy in his support for Uyghur extremists. Of the 13 million Chinese Uyghurs, 50,000 live in Turkey, many of whom are part of a larger CIA-funded operation aimed at carving up China. For many years, Turkey has provided safe haven to terrorist groups like the East Turkmenistan Islamic Movement, which cut its teeth fighting alongside ISIS in Syria and Iraq. Operatives affiliated with the World Uyghur Congress, funded by the US National Endowment for Democracy and based in Germany, have also found fertile soil in Turkey. In 2009, Erdogan publicly denounced China for conducting a genocide on Muslims living in Xinjiang (long before it became de rigueur to do so in western nations). After Turkey’s 2016 failed coup, things began to change. In 2017, Turkish Foreign Minister Mevlüt Çavuşoğlu stated: “We will absolutely not allow in any activities in Turkey that target or oppose China. Additionally, we will take measures to eliminate any media reports targeting China.” There are many parallels to Turkey’s protection of radical Islamic groups in Idlib, but Ankara’s protection of radical anti-China Uyghur groups was more gradual. However, recent significant moves by Erdogan have demonstrated good faith, including the 2017 extradition treaty signed with China (ratified by Beijing though not yet by Ankara), an increased clampdown on Uyghur extremist groups, and the decision to re-instate the exclusion order banning World Uyghur Congress president Dolkun Isa from entering Turkey on 19 September, 2021. Might the INSTC bypass Ankara? Not only is Turkey eager to play a role in China’s BRI and secure essential long term credit from Beijing – without which its future will be locked to the much diminished fortunes of the European Union – but Ankara has also factored the growing International North South Transportation Corridor (INSTC) into its calculus. A multimodal corridor stretching across a dozen nations, the INSTC was launched by Russia, India and Iran in 2002 and has been given new life by China’s BRI. In recent years, members of the project have grown to also include Azerbaijan, Armenia, Kazakhstan, Kyrgyzstan, Tajikistan, Turkey, Ukraine, Syria, Belarus, Oman and Bulgaria. While Turkey is a member of the project, there is no guarantee that the megaproject will directly move through its borders. Here too, Erdogan is keen to stay on good terms with Russia and its allies. The International North South Transportation Corridor [image: Wikicommons] The Middle Corridor loses its shine Up until now, Turkey’s inability to break with zero-sum thinking has resulted in the self-delusion that Turkey’s Middle Corridor would be the only possible choice China had to move goods through to Europe and North Africa. This perception was for many years buoyed by the war across the ISIS-ridden region of Syria and Iraq (and the relative isolation of Iran), which appeared to ensure that no competing development corridor could be activated. However, Iran’s entry into the BRI as part of its 25-year Comprehensive Strategic Partnership struck with China in March, and its ascension to full membership in the Shanghai Cooperation Organization (SCO) in September, has provided an attractive new east-west alternative route to the Middle Corridor. Potential rail lines moving from China to Iran, Iraq and Syria This potential branch of the New Silk Road connecting China with Europe via Iran, Iraq and Syria into the Mediterranean through Syria’s port of Latakia provides a unique opportunity to not only reconstruct the war-torn West Asian nations, but to also create a durable field of stability after decades of western manipulation. This new route has the additional attraction of incorporating Jordan, Egypt, Lebanon and other Arab states into a new strategic dynamic that connects Eurasia with an African continent desperate for real development. As of this writing, 40 sub-Saharan African nations have signed onto China’s BRI. The first glimmering light of this new corridor took form in a small but game-changing 30 km rail line connecting the border city of Shalamcheh in Iran with Basra in Iraq. Work began this year, with its $150 million cost supplied by the semi-private Mostazan Foundation of Iran. Foreseeing a much larger expansion of this historic connection, Iran’s ambassador to Iraq stated: “Iraq can be connected to China through the railways of Iran and increase its strategic importance in the region … this will be a very big change and Iran’s railways will be connected to Iraq and Syria and to the Mediterranean.” Ambassador Masjidi was here referring to the provisional agreement reached among Iran, Iraq and Syria in November 2018 to build a 1570 km railway and highway from the Persian Gulf in Iran to the Latakia Port via Iraq. Already, Iran’s construction-focused investments in war-torn and sanction-torn Syria have grown immensely, boosting estimated trade between the two nations with an additional $1 billion over the next 12 months. Indicating the higher development dynamic that is shaping the Iraq–Iran railway, Iraq’s Prime Minister stated in May 2021 that “negotiations with Iran to build a railway between Basra and Shalamcheh have reached their final stages and we have signed 15 agreements and memorandums of understanding with Jordan and Egypt regarding energy and transportation lines.” Indeed, both Egypt and Jordan have also looked east for the only pathway to durable peace in the form of the New Silk Road. The trio of Egypt, Jordan and Iraq began setting the stage for this Silk Road route with a 2017 energy agreement designed to connect the electricity grids of the three nations and also construct a pipeline from Basra to Aqaba in Jordan followed by a larger extension to Egypt. A broad array of development corridors await the African and Arab worlds if the current Iraq-Syria-Iran triad can avoid being destabilized. The image above features several possibilities [Schiller Institute] Iraq and the New Silk Road In December 2020, Iraq and Egypt agreed on an important oil for reconstruction deal along the lines of a similar program activated earlier by former Iraqi Prime Minister Adil Abdul Mahdi and his Chinese counterpart in September 2019. The latter project was seriously downgraded when Mahdi stepped down in May 2020, and although PM Mustafa Al-Kadhimi has begun to repair Chinese relations, Iraq has not yet returned to the level of cooperation reached by his predecessor. To date, the only major power that has shown any genuine concern for Iraq’s reconstruction – and been willing to invest actual resources toward it – has been China. Despite the trillions of dollars wasted by the United States in its brutal invasion and occupation of the country, not a single energy project has been built by US dollars there. In fact, the only power plant constructed after 2003 has been the Chinese-built 2450 mW thermal plant in Wassit which supplies 20 percent of Iraq’s electricity. Iraq requires at least 19 GW of electricity in order to supply its basic needs after years of western bombardment strategically targeting its vital infrastructure. To this day, hardly any domestic manufacturing exists in Iraq, with 97 percent of its needs purchased from abroad, and entirely with oil revenue. If this dire situation is to be reversed, then China’s oil-for-construction plan must be brought fully back online. The kernel of this plan involves a special fund which will accumulate sales of discounted Iraqi oil to China until a $1.5 billion threshold is reached. When this happens, Chinese state banks have agreed to add an additional $8.5 billion, bringing the fund to $10 billion to be used on a full reconstruction program driven by roads, rail, water treatment, and energy grids, as well as soft infrastructure like schools and healthcare. Where the western economic models have tended to keep nations underdeveloped by emphasizing raw material extraction with no long-term investments that benefit its citizenry, creating no manufacturing capabilities or an increase in the powers of labor, the Chinese-model is entirely different, focusing instead on creating full spectrum economies. Where the former is zero sum and a closed system, the latter model is win-win and open. If Turkey can find the sense to liberate itself from the obsolete logic of zero sum geopolitics, then a bright future will await all of West and Central Asia. There is no reason to believe that the Middle Corridor will in any way be harmed by the success of an Iran–Iraq–Syria Silk Road corridor, or by its African extensions. By encouraging the development of collaborative relations, large scale infrastructure, and full-spectrum economic networks, abundance can be created in these regions to offset the underdevelopment and stagnation of recent years. Tyler Durden Wed, 10/06/2021 - 03:30.....»»

Category: smallbizSource: nytOct 6th, 2021

Latino Entrepreneurs Were Among the Hardest Hit by the Pandemic. Now They Could Spur the Economic Recovery

Jaime Macias could hardly have opened his bar and restaurant, Jaime’s Place, at a worse time. In the weeks before his scheduled grand opening in October 2020, COVID-19 ran rampant through San Antonio. Restrictions had shuttered the doors of bars and restaurants, and Macias’ own Latino community was particularly hard hit, with people dying at… Jaime Macias could hardly have opened his bar and restaurant, Jaime’s Place, at a worse time. In the weeks before his scheduled grand opening in October 2020, COVID-19 ran rampant through San Antonio. Restrictions had shuttered the doors of bars and restaurants, and Macias’ own Latino community was particularly hard hit, with people dying at higher rates than the overall population. Macias, 56, had poured his life savings into the restaurant on the West Side of the city, and unexpected costs brought him within $800 of going broke before the restaurant even opened. A year later, a stream of loyal customers fill Jaime’s Place each night, drawn by publicity Macias’ 26-year-old daughter Gabriela posts on Instagram and Facebook, to watch live performances or dance under a tin canopy decorated with Mexican papel picado. Regulars ranging from agricultural workers to officials from the San Antonio mayor’s office gather at tables in the bar’s open lot. Although the Delta variant of the virus remains a threat to the community and its businesses, Macias has a renewed sense of optimism about the bar. “Gentrification has a way of eradicating what once was, kind of whitewashing everything,” he says in his Chicano accent, seated at a wooden table outside, as Selena’s “Fotos y Recuerdos” plays in the background. “I wanted to make sure that Jaime’s Place planted the flag … We’re here por vida [for life].” [time-brightcove not-tgx=”true”] Jaime’s Place may prove to be one of the thousands of Latino-run businesses to help guide San Antonio—and the U.S. at large—out of its devastating pandemic-induced economic slump. Over the past 10 years, Latino entrepreneurs have started small businesses at a higher rate than any other demographic, all while facing higher hurdles than their white counterparts. Before the pandemic, the roughly 400,000 Latino-owned businesses in the U.S. with at least one employee generated nearly $500 billion in revenues a year and employed 3.4 million people, according to a 2020 Stanford Graduate School of Business report citing 2018 Census Bureau figures. Now, according to the U.S. Department of Labor, Latinos will make up a projected 78% of net new workers between 2020 and 2030. In San Antonio, which is America’s seventh largest city, a fifth of businesses—or roughly 7,000—are Hispanic-owned. But although that proportion is one of the highest in the nation, it is nowhere near representative of the actual population, which is 68% Hispanic. In San Antonio, Hispanic residents are almost twice as likely as non-Hispanic white residents to be living on an income of less than $25,000. Barriers to entry, such as language and a lack of access to established infrastructure, have historically been high for Latino entrepreneurs. Those challenges were exacerbated when COVID-19 struck, shuttering many of the businesses most commonly run by Latinos, such as restaurants, cleaning services and retail shops, forcing owners and workers to dip into their often meager savings. Ramiro Cavazos, president and CEO of the United States Hispanic Chamber of Commerce, says that Latino business owners typically have less access to funding than their white counterparts and that only half of them have a banking relationship. That meant many of these owners had difficulties accessing the Small Business Administration’s Paycheck Protection Program (PPP) loans last summer, aimed at keeping workers on the payroll during the pandemic, because they were distributed primarily through banks. “The businesses that were able to apply for and receive those forgivable loans first were larger, more successful nonminority businesses,” Cavazos says. But now a pandemic that threatened to decimate the community might usher in the next era of small-business growth. Economic leaders like U.S. Treasury Secretary Janet Yellen believe Latinos will be essential to driving the economic recovery, just as they were after the Great Recession. From 2007 to 2012, the number of Latino-owned businesses in the U.S. grew by 3.3%, compared with a decline of 3.6% among other businesses during that period. “If history is any guide, Hispanic-owned businesses will drive a large portion of the recovery,” Yellen said during a press conference in March. A 2020 report by consultancy firm McKinsey & Co. found that the long-term recovery of the U.S. economy is “inextricable from the recovery of Hispanic and Latino families, communities, and businesses.” Members of the Latino small-business community in San Antonio say the pandemic has accelerated several positive developments. They have become more connected with their communities, and many have adopted digital strategies to reach more customers. Some have also benefited from easier access to capital. “COVID has opened our eyes to the fact that nobody is successful working in silos,” says Mariangela Zavala, the executive director of the Maestro Entrepreneur Center, a small-business incubator in west San Antonio. “We’re vulnerable by ourselves, and we really need community in order to grow.” Arturo Olmos for TIMEMacias, 56, opened his local bar, Jaime’s Place, in October 2020, during the pandemic Many local entrepreneurs—mom-and-pop businesses that once relied on proximity to a local, loyal customer base—embraced social media to reach new customers as foot traffic stalled. Lazaro Santos, 32, set up his coffee-truck business, Me Latte, in August 2020, offering signature flavors from his hometown of Piedras Negras, Mexico. Business started out slow, but immediately spiked after a popular local food influencer, S.A. Foodie, posted a video raving about Santos’ horchata iced latte. Before long, Me Latte’s Instagram account was inundated with new followers (now more than 4,800). Santos posts new photos every few days, featuring oat-milk-latte art and grinning customers. He and his wife Melissa, who helps him run the accounts, spend at least 10 hours a week on digital marketing on Instagram, Facebook and TikTok. Santos says the social engagement across all platforms has led directly to a 60% increase in sales, and he is now looking to experiment with different forms of marketing. At his teal-colored Me Latte trailer, parked just off the 1604 highway, Santos receives a notification on his phone. Melissa Santos just shared a photo of Lazaro pouring cream into a latte on Me Latte’s Instagram account. He hopes it will remind his customers to visit. “It’s just about being there, you know—presencia.” Small businesses are also strengthening community bonds as a business strategy. Maestro Entrepreneur Center, based in an abandoned elementary-school building in one of the poorest neighborhoods in the West Side of San Antonio, was founded by Julissa Carielo five years ago, funded by a mixture of public and private capital. Currently, 42 businesses share the space, chasing their dreams in catering, cosmetology or accountancy. Maestro puts on classes, provides digital support and connects cooks with veteran chefs to develop recipes. Teresa Garcia, whose company Food Safety Direct provides training and certification for food handlers, has been with the Maestro center since 2019. When the pandemic struck and people stopped attending classes, Maestro gave Garcia a one-month reprieve on her rent and helped her to apply for grants. Experts there also helped her pivot her business to a hybrid model, offering food handlers training and certifications through virtual and in-person classes, she says. A year and a half later, Garcia’s business has “100% returned” to its pre-pandemic levels. The support she received encouraged her to pay it forward in her community, running weekend job fairs in local malls to match up unemployed people with restaurants needing staff. For Garcia, it’s a virtuous circle. “If the restaurants are doing well, then I’m doing well—even if it means I have to do some food-handler classes for free,” she says. Other local organizations such as the San Antonio Hispanic Chamber of Commerce, San Antonio for Growth on the Eastside and the San Antonio Chapter of the Texas Restaurant Association have pooled education and resources, making sure the most vulnerable businesses aren’t left behind. The Chamber of Commerce has been hosting webinars on financial literacy and social media for beginners. Sandi Wolff, head of strategic relations at the Chamber of Commerce, says the organization waived its membership dues to foster connection, keeping all its members last year. She says “people are realizing they can absolutely use us to promote themselves and connect with other businesses.” Arturo Olmos for TIMEJaime Macias created an alter inside his business, Jaime’s Place, for community members to bring “ofrendas” or offerings for Dia de los Muertos, or Day of the Dead Although these organizations can provide support and education, small businesses can go only so far without funding. Capital is the biggest hurdle Latino entrepreneurs face, says the U.S. Hispanic Chamber of Commerce’s Cavazos. The Stanford study found that just 51% of Latino business owners receive all or most of the funding they apply for from national banks, compared with 77% of white business owners. Cavazos says larger banks historically “were not reaching out to our community because in their eyes, a loan under $1 million was not worth the effort.” When PPP loans were first rolled out, even the more established Latino-owned businesses struggled with the mountains of paperwork required. April Ancira, vice president of Ancira Auto Group, the first Hispanic Chevrolet dealer in the country, which has a strong relationship with the community-oriented Jefferson Bank, holds an M.B.A. degree and has been in her role for 15 years. Yet she says she couldn’t have completed the application without the help of numerous accountants and her company’s chief financial officer. “It honestly took a rocket scientist to apply for PPP,” she says. Since the pandemic began, business leaders in San Antonio and beyond have worked with lenders to improve access to capital. Last fall, Houston-based Woodforest National Bank partnered with the Maestro center and Bexar County to award $15,000 each to 56 entrepreneurs in San Antonio, setting them up with business bank accounts and advisers from Maestro’s network. Daniel Galindo, a senior vice president and community development and strategy director at Woodforest, has made investing in small businesses a priority, providing small loans to low-income borrowers, such as gardeners who might need to replace a lawn mower. Some of Woodforest’s loans are as small as $500 and borrowers may be considered high risk, but Galindo says the lender is taking a holistic approach to banking. “We have larger institutions that sometimes say, ‘There’s not a whole lot of money in smaller money lending.’ But we need to stop looking at it from a revenue perspective,” he says. “Without a thriving community, banking wouldn’t exist.” Woodforest often refers clients to more flexible micro-lenders like San Antonio–based nonprofit LiftFund. Lenders like these are becoming more prevalent, allowing small-business owners who previously felt alienated by banks to access capital without resorting to more predatory lenders with exorbitant interest rates. Isabel Guzman, the leader of the Small Business Administration, has stressed the importance of making lending easier and more accessible, and her agency has recruited more than 5,400 approved lenders like credit unions, community banks and fintech companies to make PPP loans, compared with 1,800 active lenders pre-pandemic, in an effort to distribute loans quickly and equitably. The shifting environment for entrepreneurs has led to a flurry of post-pandemic activity and growth in San Antonio. Garcia says the food-truck and ghost-kitchen scenes—delivery-only restaurants catering to consumers still reluctant to eat out—are exploding across the city. Woodforest is seeing more interest in its entrepreneur-accelerator program than ever, Galindo says. And the Maestro center is adding to the pipeline with two 10-week accelerator programs for more than 50 local businesses. While the lessons learned in San Antonio could prove useful to the 30 million other small businesses across the country helping to power the recovery, the role they play on the ground is just as significant. Businesses like Jaime’s Place serve as emotional lifelines after a devastating year and a half. For its largely working-class clientele, it’s where they want to spend their hard-earned cash. “[People] respect the place because it’s something that they’ve been longing for,” says Gabriela Macias. “It’s not just a bar but a place to gather and bring your kids and just be safe—and also celebrate your culture.”.....»»

Category: topSource: timeOct 1st, 2021

KRE set to break ground for third tower as Journal Square building boom rocks on

KRE Group is set to break ground for its third of it Journal Square apartment towers in Journal Square. Mayor Steve Fulop will do the honors at a ceremony next week marking the completion of Journal Squared Tower 2 and the start of Journal Squared 3.  Journal Squared 2 at... The post KRE set to break ground for third tower as Journal Square building boom rocks on appeared first on Real Estate Weekly. KRE Group is set to break ground for its third of it Journal Square apartment towers in Journal Square. Mayor Steve Fulop will do the honors at a ceremony next week marking the completion of Journal Squared Tower 2 and the start of Journal Squared 3.  Journal Squared 2 at 615 Summit Avenue in Jersey City is a 68-story tower standing 754 feet tall and comprising 704 residences. That building shattered New Jersey leasing records after The Marketing Directors led a campaign that saw all 740 luxury apartments rented within five months of the building opening. Developed by KRE Group and National Real Estate Advisors, the Journal Squared development is part of a construction boom in the neighborhood that will bring thousands of new apartments. In 2010, the city council approved the Journal Square 2060 Redevelopment Plan aimed at sparking redevelopment in the area’s central business district and encouraging new housing, offices commercial and public open space. Rendering of the new Justice Complex As part of that plan, the historic Loews Jersey Theater is being transformed into a $72 million state-of-the-art performance venue, and a new five-story courthouse complex designed by Rafael Viñoly Architects will include a 75-seat public food court, a self-help law library, a children’s play area, training spaces, and a 459-space parking garage. A new museum is also being developed in partnership with France’s Centre Pompidou at the historic Pathside Building at 25 Sip Avenue. Among the developers busy in the neighborhood, Ironstate, in partnership with Panepinto Properties and Kimmel LLC, is building a second Urby tower at 532 Summit Avenue. The company’s first Urby in Downtown JC – built in partnership with Mack-Cali – was completed two years ago. Also in the mix in New York-based HAP, which is building a 42-story tower at 500 Summit Avenue with 902 rental units, retail space and a municipal park, which will be deeded to Jersey City upon completion. Sequoia Development and GRID Real Estate are building a 16-story tower at 289 Jordan Place with 300 rental units and 4,000 s/f of retail space; Namdar Group is behind a 20-story rental at 26 Cottage Street, one of six new towers designed by C3D Architecture the company is developing in and around Journal Square. Namdar Group’s 618 Pavonia Avenue will join the 20-story 26 Cottage Street, where construction is nearing completion, and the 27-story 26-28 Van Reipen Avenue, all high rises that will be connected by Homestead Plaza, a pedestrian plaza within walking distance of the PATH station. Located at the intersection of Pavonia and Summit Avenues with direct access to the Journal Square Transportation Center, the three-tower Journal Squared development will ultimately total 1,840 rental residences and 36,000 s/f of retail and restaurant space in 53-, 60- and 68-story buildings. With thousands of residents living in the two completed residential towers, the development includes Whealth Kitchen, a catering company, café, and bakery owned by David Trotta and Gina Cassese serving the community out of the retail space, and a new pedestrian plaza providing public open space. The post KRE set to break ground for third tower as Journal Square building boom rocks on appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklySep 30th, 2021

Rep. Dan Crenshaw"s misshapen, heavily gerrymandered congressional district may be getting a big makeover this year

New maps released by Texas Republicans show that Crenshaw could soon represent a safer, less misshapen district in the greater Houston area. Republican Rep. Dan Crenshaw of Texas and the 2nd congressional district, which he currently represents. Alex Wong/Getty Images and Texas Republicans released preliminary drafts of the state's new congressional maps. Crenshaw's current district, which is heavily gerrymandered, would be redrawn under the proposal. The 2nd District would take in more of exurban Montgomery County and Crenshaw would be placed in a safe seat. See more stories on Insider's business page. According to a new draft proposal released by Texas Republicans this week, Republican Rep. Dan Crenshaw's famously gerrymandered Houston-area seat may be getting a makeover.Texas will gain two new seats in post-2020 redistricting, prompted by substantial growth in the state's population over the last decade. Republicans in the state legislature, back in Austin for the third special session of the year, released a new first map this week that largely shores up GOP incumbents while seeking to check potential Democratic gains.The map would add two new seats to the Austin and Houston areas, create safely Democratic districts for Reps. Collin Allred and Lizzie Fletcher, and draw safer seats for a number of Republican representatives for a House map with 25 Republicans and 13 Democrats. The map released Monday is just a draft, and would need to be approved by both the chambers of the legislature and signed into law by the governor. Among the most significant changes is the redrawing of the state's 2nd congressional district - which snakes around the urban core of Houston and is currently represented by Crenshaw - to a more exurban, solidly Republican district by adding in a big chunk of Montgomery County, a GOP stronghold. The proposed map would put Crenshaw in the new 38th District, a solidly Republican Harris County-based seat, and Rep. Kevin Brady, who is retiring, in the new 2nd District, according to FiveThirtyEight. Crenshaw currently resides in what would be the 29th District under the map, represented by Democratic Rep. Sylvia Garcia. The likely scenario under the new map would be for Crenshaw to continue to run in the 2nd and for Republican Wesley Hunt, who challenged and narrowly lost to Fletcher in the 7th District in 2020, to run in the 38th District. -Ally Mutnick (@allymutnick) September 27, 2021Located entirely within Harris County, the current 2nd District snakes around the city of Houston from the suburbs northeast of the city, including Kingwood, Humble, and Spring, and then hooks down to encompass some of the areas in western and downtown Houston.Under its current lines, the district has trended considerably more Democratic in the past decade. It voted for 2012 Republican presidential nominee Mitt Romney by a margin of 27 percentage points in 2012 but backed Trump by nine points in 2016 and just 1.1 points in 2020, according to the Daily Kos, just barely making it the only Houston-area district to vote for Trump. In 2018 too, Cruz carried the district by a margin of just one percentage point over O'Rourke in his reelection campaign. That same year, Crenshaw won his first election by seven points over his Democratic opponent. The district, among the most strangely shaped congressional districts in the country, has been the subject of persistent criticism. Last year, journalist Mehdi Hasan dedicated an entire segment to highlight the misshapen nature of Crenshaw's district after the congressman called into question the results of the 2020 election. -Mehdi Hasan (@mehdirhasan) December 3, 2020 And in June, as Rep. Crenshaw tweeted about his opposition to a sweeping voting-rights bill that would require independent commissions to redraw districts, Democratic Rep. Ilhan Omar of Minnesota responded with a map of his own district. "Not sure I would be so indignant if my district looked like this," she wrote.-Ilhan Omar (@IlhanMN) June 24, 2021 Portion of the proposed maps released today, showing Crenshaw's TX-02 district redrawn. Screenshot/ Read the original article on Business Insider.....»»

Category: topSource: businessinsiderSep 27th, 2021

Transcript: Hubert Joly

       The transcript from this week’s, MiB: Hubert Joly, Best Buy CEO, is below. You can stream and download our full conversation, including the podcast extras on iTunes, Spotify, Google, Bloomberg, and Acast. All of our earlier podcasts on your favorite pod hosts can be found here.   ~~~   BARRY RITHOLTZ,… Read More The post Transcript: Hubert Joly appeared first on The Big Picture.        The transcript from this week’s, MiB: Hubert Joly, Best Buy CEO, is below. You can stream and download our full conversation, including the podcast extras on iTunes, Spotify, Google, Bloomberg, and Acast. All of our earlier podcasts on your favorite pod hosts can be found here.   ~~~   BARRY RITHOLTZ, HOST, MASTERS IN BUSINESS: This week on the podcast, I have an extra special guest. Hubert Joly is the man who helped turn around Best Buy when they were floundering about a decade ago. The stock has since returned 10X from when he joined as Chairman and Chief Executive Officer. He is the author of a fascinating new book, “The Heart of Business: Leadership Principles for the Next Era of Capitalism.” He’s really a fascinating guy, has an amazing background, both as a consultant for McKinsey and being on a number of different boards and running a number of different companies. Everybody who’s looked at his work always put him amongst the best CEOs, top 100 this, top 30 that, really just a tremendous, tremendous track record. And I had a fascinating time speaking with him. I think if you’re at all interested in anything involving leadership or the next era of capitalism or why the old-school Neutron Jack approach to just firing everybody and cutting costs away to restore profitability no longer works, you’re going to find this to be a fascinating conversation. So, with no further ado, my interview with Hubert Joly. VOICEOVER: This is Masters in Business with Barry Ritholtz on Bloomberg Radio. RITHOLTZ: This week, my special guest is Hubert Joly. He is the former Chairman and Chief Executive Officer of Best Buy. He is currently the Senior Lecturer on Business at Harvard Business School. He is on the boards of directors at Johnson & Johnson and Ralph Lauren and has been named one of the top 100 CEOs by Harvard Business Review, one of the top 30 CEOs by Barron’s and one of the top 10 CEOs to work for in the U.S. by Glassdoor. Hubert Joly, welcome to Bloomberg. HUBERT JOLY, Senior Lecturer, Harvard Business School: Well, thank you, Barry, very much looking forward to our conversation. RITHOLTZ: So, let’s start with a little bit of your background, you’ve been the CEO of three major companies. Tell us about how that came about. Take us to the beginning or early days of your career. JOLY: Yes, Barry. I started my career with McKinsey & Company in France and then also in the U.S. Essentially, I didn’t know what I wanted to do. So, that, I thought, it’d be a great training ground and I ending up staying a dozen years at the firm, done a great deal and had wonderful opportunities to lead great companies. At first, I left McKinsey to lead a client that was EDS, Electronic Data Systems in France and I ended up doing a number of turnaround and transformations of companies in industry sectors that were challenged by technology. So, in videogames, in travel, and then, of course, ended up with Best Buy. And I’ve ended up working a variety of industry sectors and those specializations there and every move was a move that was based on — it was – there was somebody with whom I had developed relationship that played a critical role. And so, for example, when I left Vivendi Universal to become the CEO of Carlson Wagonlit Travel, the CEO of (inaudible), which was one of the two shareholders, had been a client of mine and where we have stayed friends. So, Barry, one of the key lessons is that try to minimize the number of people you annoy or irritate along the way and try to focus on doing a great job when you are and then I hope that God provides in the end, which is, I think, the lesson for me of my career. RITHOLTZ: So, I want to spend more time talking about your career. But I have to ask, how did you find yourself moving from France to the United States, what led to that and what was that transition like? Because every time I’m in Paris, I always end up saying to myself, God, I could live here. JOLY: Yes. Thank you for that, Barry. So, the first time I moved to the U.S. in 1985, I was with McKinsey & Company. I’d gone to school in France and there had been discussion of should I do an MBA in the U.S. and after a while, McKinsey said no, you really don’t need to do that. But if you want to spend time in the U.S., we’ll send you to one of our offices. So, I ended up in the San Francisco office, quite the years where the minors were at the top of their game, right? So, that — it’s quite fascinating. And then the last time I moved to the U.S. was in ’08, 2008, when I became the CEO of Carlson Companies. So, I moved there from Paris, France to Minneapolis, Minnesota. And I love France. I think it’s a great country. I love the U.S. What I love about the U.S. is that since Jefferson, we’ve been optimistic. It’s been the dream of a better life and it’s this optimism. Let me tell you, in France, you talk about a problem that has never been solved. People will say, well, who are you to talk about it. Nobody has been able to solve it, right. But in the U.S., if a problem has never been solved, immediately, your friends is like, this is interesting, let’s see whether we can solve it. I love this optimism in this great country and I’m now a dual citizen, Barry. RITHOLTZ: Very — really, really interesting. So, let’s talk a little bit about how one becomes a good CEO. Is it effectively on-the-job training or is it a function of your experience and ability that makes you a great leader? JOLY: Yes. There’s the myth that you’re born a leader. I think that every leader was born, of course, but none of us were born leaders and I think it’s a learning journey. And for me, it’s been — yes, I’m learning by doing, learning on the job, learning from great mentors. One thing I learned the most about — with McKinsey was watching my client’s lead and I learned so much from a number of them. Learning from colleagues, at Best Buy, I learned so much from the frontliners and some of our great executives and then our coach. So, let’s slow down here. Can we agree, Barry, that exactly 100% of the top 100 tennis players in the world have a coach. RITHOLTZ: Sure. JOLY: I think the same is true for all of the NFL teams, all of the Champions League teams. What about us executives, right? And so, it’s interesting that now, for CEOs and senior executives have coaches much more popular. But 10 or 15 years ago, not so much. And I’ve benefited enormously, my first coach was the inimitable Marshall Goldsmith. I’ve learned a ton from him. He helped me deal with feedback and focus on getting better and asking for advice. And without Marshall, I would not be – it is infomercial before and after picture, it’s most improved. RITHOLTZ: Marshall Goldsmith was where? Was that at McKinsey or? JOLY: It was — the first time I worked with Marshall was in 2009. I had just became the CEO of Carlson Companies and my head of HR, Elizabeth Bastoni, told me, would you like to work with a coach and my first reaction was, am I doing anything wrong, is everything wrong with this? He said, no, no. I know Marshall, he helps in a great deal get better. His clients are – were, at that time, Alan Mullally of Ford and Jim Kim of the World Bank. I said, that’s cool, I want to be a member of that club. And Marshall was so helpful because when I was getting feedback, you do a 360 and you hear the goods and then you hear the other parts and my reaction initially was, what’s wrong with them, right? What are they talking about? And Marshall helped me — and the way he helped was — so, I did the 360. He gave me first all of the good things that people have said and says, spend the time to swallow this, digest this. And then the next day, he gave me the other stuff and he said, here’s the scoop, you don’t need to do anything with it, right? There’s no god that says that you need to get better at any of these things but you can — but you get to decide what you want to work on and get better at, right? And think about, so, here’s a question that we could ask, right, think about things that you’d like to get better at, right, and if you cannot think about anything, try humility, right, as a potential area. And then what Marshall made me do is talk to my team and said, thank you very much for all of the feedback you’ve given me and then based on what you said, I’m going to start to work on three things, number one, number two, number three, and I’m going to follow up with each of you to ask you for advice on how I can get better at these three things and then a few months from now, I’ll follow up to see how I’m doing. Now, believe me, Barry, first time I did this, this was excruciating pain having to admit to my team that I was not perfect. They knew it. They knew I was not perfect but having to say it out loud and then I wanted to get better at something. But this getting better at something makes it very positive. And then — so, later on, when I joined Best Buy, I repeated that signaling to every one of the executives that it was OK to want to get better at something. And so, later on, everybody at Best Buy had a coach and we were all helping out each other on getting better at our job, which is what I think you need to do. So, coaching — executive coaching plays a key role in my life. RITHOLTZ: Very interesting. And I recall seeing Marshall Goldsmith’s name on a book, “What Got You Here Won’t Get You There” and a quick Google search shows me that like you, he also is a professor. He teaches at Dartmouth’s Tuck School of Business and has quite an impressive CV. But I want to stick with the concept of coaching and mentors, what did you learn at McKinsey who helped you when you were there sort of develop into the CEO that you are today? JOLY: Yes. So, there was — for me, there were two phases, Barry, at McKinsey that we serve, before the partnership and then the partnership. So, in my first say six years as an associate and then a manager, I learned a lot about problem-solving, communications, serving functional matters and so forth. So, I could say I learned a bunch of technical skills. But when I became a partner, the opportunity I got was sit down next to the CEO of the clients, watch them do their thing and listen and learn from them and that makes me — I got a great deal, right, because they were paying us and I was learning from them, right? Couldn’t get a better deal than that. And so, I will always remember, there was a client in, Jean-Marie Descarpentries was the CEO of a computer company Honeywell Bull and this is the guy who told me that the purpose of the company is not to make money, right? It’s an outcome, right? In business, you have three imperatives. You have the people imperative, which are the right teams. We have the business imperatives, which are the customers or clients and then great products and services. And then there’s a financial imperative and, of course, you have to understand that excellence on the financial imperative is the result of excellence on the business imperative, which itself is the result of excellence on the people imperative. So, it’s people, business, finance and finance is an outcome. And by the way, it’s not the ultimate goal because if you think about a company as a human organization, a bunch of people working together, they’re probably in there to create something in the world, right, and we can dig into this but that was — and believe me that was 30 years before the BRT statement of 2019 that we said we need (ph) in August the second anniversary. And so then, it was — the practical implications around this is that when you do your monthly review with your team, start with people and organization. Don’t start with financial results. If you should start with financial result, you’re going to spend your entire time on financials and you want to understand what’s driving these results whereas if you start with people and organization, you have a chance to spend time on that, then business, customers, products and then the CFO will make sure that you’ll spend enough time on the financial results. So, for me, that was a game changer and I applied this throughout my career and you could say whether it was in videogames or in travel or hospitality or in Best Buy, this focus on people first and treating profit as an outcome was a big driver performance. And this has not smoked anything illegal when I say this, Barry. As you know, the share price of Best Buy went from beyond low, it was $11. Recently, it’s been between 110 and 120. So, time spent in nine years, that’s not bad. Maybe you could have done better, Barry, but it’s OK, I think. RITHOLTZ: No. I don’t think I could have done better than 10X and PES no longer illegal in New York. So, you could smoke whatever you like. We’re going to — by the way, those three steps that you just mentioned are right from the book and we’re going to talk a little more about the book in a few minutes. But before we get to that, I have one last question to ask you which has to do with the fact that Best Buy, you mentioned it’s up 10X, it’s a publicly-traded company. Before you were at Best Buy, you are also at a giant company but it was privately held. Tell us a little bit about what that transition was like having to answer to shareholders and Wall Street. How did you manage that? Very different experience from everybody I’ve spoken with over the years. JOLY: Yes. Barry, so, I’ve worked in a public company, Best Buy. I’ve worked in a family-owned company, this was Carlson Companies. I’ve worked in a partially private equity-owned company, Carlson Wagonlit Travel, one equity partner of JPMorgan with 45 different shareholders and frankly, I think it’s pretty much all the same. You have shareholders whether they are large entities like Fidelity or Wellington or it’s a private equity player or it’s a family, they have expectations and needs and, by the way, all of them are human beings, right, by the way and that’s focused on the high-intensity trading that all the longs and all the shorts, they are human beings, and I’ve had – even though I say profit is an outcome and is not the ultimate goal, shareholders, even in stakeholder capitalism, are very important stakeholders. They’re taking care of our retirement. So, we love them for that. And so, when I was a CEO of Best Buy, I so enjoyed spending time with our shareholders sharing with them what we’re doing, answering their questions, they’re smart. It was always taking things away and the key was pay attention, listen and then pay attention to the say/do ratio. Best Buy had lost its credibility because they were saying a lot but not doing much, right? So, with my wonderful CFO sharing the column with me, we’re going to say less and do more and that’s how we’re going to build our credibility and we would be very transparent, share our situation, the opportunities we saw, what we’re going to do, and then we update them in our progress. And so, I really enjoy the competition. But in many ways, Barry, I think public, private equity or a family is largely the same. It’s people, we have to respect them and take care of their needs. RITHOLTZ: My extra special guest this week is Hubert Joly. He is the former Chairman and Chief Executive at Best Buy, a company that he helped turn around over the course of his tenure there. Let’s talk a little bit about that. If you would have asked me a decade ago what the future look like for Best Buy, I would have said they were toast that Amazon was going to eat their lunch and they were heading to the garbage pile. Tell us what the key was to turning the company around so successfully. JOLY: You’re, right. Everybody thought we’re going to die. There was zero buy recommendation on the start in 2012 and what I found as I was examining the opportunity to become the CEO because my first reaction when I was approached was this is crazy, right? This is the same reaction as you described. But what I found is that there was nothing wrong with the markets or the business outside. All of the problems were self-inflicted. In fact, the customers needed Best Buy because we needed a place where to see and touch and feel the products and ask questions. And the vendors ultimately needed Best Buy. They needed a place where to showcase their products, the fruit of their billions of dollars of R&D investments. The problems were self-inflicted. Prices were not competitive. The online shopping experience was terrible. Speed of shipping was bad. The customer experiences in the stores have deteriorated. The cost structure was bloated and, and, and. That’s great news because if a problem is self-inflicted, you can fix it. RITHOLTZ: Right. JOLY: And so the first phase was all about fixing what was broken and the advice I had been getting, Barry, was cut, cut, cut. We’re going to have to close stores, cut headcounts. We did the opposite. All of the stores were profitable. So, frankly, there was no point of closing stores in a significant fashion. RITHOLTZ: Right. JOLY: It was very — the first phase was a very people centric approach, listening to the frontliners. My first week on the job, I spent it in the store in St. Cloud, Minnesota. I think in France, we would say St. Cloud but over there it’s St. Cloud so there you go. And really listening to the frontliners, they had all of the answers about what needed to be done. And so, my job was pretty easy, it was do what they have to — what they said we needed to do like fix the website, make sure the prices were competitive and so forth. The second on the people centric approach, build the right team at the top and then instead of focusing on headcount reduction, focus on growing the top line by meeting the customer needs and fixing what was broken in the customer experience and treating headcount reduction really as a last resort. And then focus on mobilizing the team on what we need to do for the customers. That sounds soft but that was our opportunity and that’s what we need to do in the first two or three or four years. And then once we have saved the company, it was about how do we — where do we go from here, how — what kind of company do we want to build for the future. And that’s why we focused on designing our purpose as a company. We said we’re actually not a consumer electronics retailer. We are a company in the business of enriching life through technology by addressing key human needs, which we’ll talk more about this. But this was transported because it’s expanded our addressable market and have to mobilize everybody. And as a company, we have to work on making this come to life in all of our activities and really creating an environment where – I think the summary at that time was we unleashed human magic. We had a hundred thousand people plus, I think spring in their step, connecting would drive them in life with their job and doing magical things for customers. And frankly, Barry, I learned so much along the way and, again, all of this sound soft but go back to — we went from $11 to 110 or 120. That was the key. RITHOLTZ: To say the very least. So, let’s talk a little bit about what you guys had done in the physical stores. The big threat to Best Buy was people showrooming, meaning showing up to look it up products and then buying it for a little cheaper at Amazon. How did you — and this is the line from the book, quote, “How did you kill showrooming and turned it into showcasing?” unquote. JOLY: Yes. So, everybody was talking about showrooming at that time. The frequenct was not that high actually but of course, it was incredibly frustrating for the blue shirt associates in our store to spend time with you, Barry, we love you but we spent 30 minutes with you answering all of your questions about the TV and then you buy it online. So, after 30 days at the company, we actually decided that we were going to take price off the table by lining up places with Amazon and giving the blue shirts the authority on the spot to match Amazon prices. And so, I took price off the table … RITHOLTZ: Right. JOLY: … and the customers, once they were in our stores, they were ours to lose. RITHOLTZ: Right. When you want to drive home with the TV in the back of the car instead of waiting a couple of days from it to come from Amazon, immediate gratification has to be a huge benefit you guys have as the physical store. JOLY: Exactly. And then, yes, of course, the (inaudible) but you’re still going to die because your cost structure is too high, it’s higher than Amazon or Walmart. So, we did take $2 billion of cost out. RITHOLTZ: Wow. JOLY: But the way we won in the end was we just had aha moment of, as I said, showcasing. If you are a Samsung or HP or Amazon and Google products, you need a place where to showcase your products, right, because you spend billions of dollars on R&D and if it’s just I’d say vignette on a website or box on a shelf, you’re not going to excite the customers. RITHOLTZ: Right. JOLY: You need a place where to showcase your products. And so, we did deals. The first one was with Samsung where we had a meeting in December of 2012, Barry. J.K. Shin, the then CEO of Samsung Electronics came to visit us in Minneapolis in December of 2012 and over dinner, we did a deal where in a matter of months, you would have 1,000 Samsung stores within our stores where you could showcase these products. It was just across the aisle from — we already had an Apple store within the store and it was good for the customers because they could see the products, they could compare with Apple. It was good for Samsung, right, because the alternative for them first was to build 1,000 stores in the U.S., it takes time, it’s difficult, and. of course, we have this great location and great traffic. And good for us because it was part of our OPM strategy, other people’s money strategy, right, because there were some good economics for us. And so, that allowed us to offset the cost advantage in Walmart or Amazon we have and then over time, we did deal with all of the world’s foremost almost tech companies, including Amazon for crying out loud, and that was the game changer. And we look — if you look at our stores today, they are shiny because — we have all of these shiny objects and you can see and experience all of these products. So, that was really a game changer. RITHOLTZ: So, let’s talk a little bit about both Samsung and Amazon. First, I’m always surprised that people don’t realize what a giant product company Samsung is. It’s not just phones but it’s phones, its TVs, it’s washers, dryers. I mean, Samsung basically anything in your house is a product that Samsung makes and not just entry-level washer, dryers or refrigerators. I think was it last year or two years ago, they bought Dacor, which is like a subzero, high-end manufacturer of kitchen appliances. So, when you set up the store within a store with Samsung, tell us about what that did and how did that impact Samsung’s sales at Best Buys? JOLY: Sure. Yes. I mean, you’re right to highlight this great company. The first deal we did with them was focused on phones and tablets and cameras. So, in a matter of months, they had these stores within our stores and it really put them on the map. It is I think — if you go back to the ’90s, Samsung was not the same company. They were really low end and the chairman at that time, so, the father of the current — of J.Y. Lee now, came to the U.S. and said, at some point, I want Best Buy to carry us and it would be the ultimate goal. And now, they’re one of our top five vendors, probably better than top five. And so, it really gives them the physical presence and to prove that it’s worth for them was then we did the same in the TV department and then in the appliance department. So, it’s been a series of wins for them. And once we have announced the deal with Samsung, other — we had similar conversation with Microsoft, Steve Ballmer, we had a conversation at CES and then two months later, we did the Microsoft stores within Best Buy and then it went on and on. And Tim Cook at Apple told me that he didn’t really like what we were doing, he understood it but he didn’t really like it and Apple has been a very important vendor to Best Buy. So, what we decided to do with them is do more. And so, it was stronger partnership. So, Best Buy is not simply carrying products and partners with the world’s foremost tech companies and with some of these companies and partners on product development, new product introduction and because there’s so much innovation that drives the business, it’s a critical role we play. We also partner in service, Best Buy sells AppleCare, an authorized Apple service provider. So, these partnerships really changed the game. And in the U.S., I think it’s not arrogant to say that Best Buy is the only player which these large companies can do these meaningful deals. So, it really changed the trajectory. RITHOLTZ: I have to ask you about the Geek Squad. Whose idea was that and how significant is it to the company? JOLY: Sure. Robert Stephens was a student at the University of Minnesota, was the — is the founder of Geek Squad in 1994. Very creative guy. The name itself is good — is cool, the logo and so forth, and then Best Buy acquired the company in 2002 when it was quite — still quite small and now, of course, it’s become really big, it’s 20,000 employees. And it’s the key elements of Best Buy’s differentiation because Best Buy is not just in the business of selling you something. We’re — our target customer — people who are excited about technology need technology but also need help with it. And so, with the Geek Squad and the blue shirts, we’re able to advise you when you’re looking at what to do but also help you implement in your home, helps you figure out if something is not working across, right? Of course, let’s take an example. If Netflix is not working tonight at your house, Barry, is it because of Netflix, is it piping to the home, is it the router, is it the streaming device, is it the TV, honey, what is it, right? And we’re honey, right, and we’re going to be able to help you across all of these vendors. And so, that’s a big differentiator for the company. So, really genius. RITHOLTZ: My extra special guest this week is Hubert Joly. His new book is called, “The Heart of Business.” Let’s talk a little bit about writing a book which is quite an endeavor. What motivated you to sit down and say, sure, I’ll write a book? JOLY: Well, this is not a traditional field book. So, this is not a memoir. This is not about the story of the Best Buy turnaround per se. It was reflection, Barry, and it’s really been something I’ve been thinking about for the last 30 years that so much of what I’ve learned at business school, what McKinsey or the early years of my career is wrong, dated or incomplete. And when sit back today or in the last couple of years, even though I’m the eternal (ph) optimist, I have to say it out loud, the world as we know it is not working, right? We’re in this multifaceted crisis, you have, of course, the health crisis and economic crisis, suicidal issues, racial issues, environmental problems, geopolitical tension, it simply is not working. And what’s the definition of madness, right? It’s doing the same thing and hoping for different outcome. And for me, on my FBI’s most wanted list, is two people. One is Milton Friedman, shareholder primacy, and two is Bob McNamara, the former Secretary of Defense and executive at Ford who’s the — almost the inventor top-down scientific management. These approaches don’t work and I think they got us in trouble and there’s a growing number of us, right, and certainly, I’m not the only one, who believe that there’s a better formula that business can be a force for good that — it’s the idea that business should pursue a noble purpose and take care of all of the stakeholders that you put people at the center. You embrace all stakeholders in some kind of declaration of future dependents. There’s no need to choose between employees and customers and shareholders. It’s by taking care of customers and employees and the community that generate great returns for shareholders. We treat profit as an outcome and this formula, people call it stakeholder capitalism or purposeful leadership, I think everybody now talks about it and embrace it, most people. There’s still a few who don’t agree. But the challenge then is how do you do this, how do you make this happen and, Barry, I felt that with my experience and the credibility of the Best Buy turnaround, I could add my voice and my energy to call this necessary foundation of business and capitalism around purpose and humanity and provide like a guide for any leader at any level frankly who is keen to move in that direction but like the rest of us, we would help. And so, that was the genesis of the book and the subtitle of the book is leadership principles, right, for the next era of capitalism and the book is full of very concrete examples and stories and illustrations. There’s questions at the end of each chapter that people can use to reflect and act at their company. So, that’s the book. RITHOLTZ: Speaking of the book, it got a terrific review from all — of all people, Amazon’s Jeff Bezos. How did that come about, how did Bezos give you a review and what’s the relationship like between Best Buy and Amazon these days? JOLY: Sure. Best Buys has always sold Amazon products because we think about Amazon as the retailer, of course, as a cloud company but Amazon is also a product company, right? They have the Kindle and, of course, all of their Echo products. And Best Buy have always sold Amazon’s products in the stores. Other retailers say it otherwise but we felt these were great products and we’re here to serve customers. I got to know Jeff firstly through the business council. Both of us were members there on the executive committee and once, I was invited to discuss our turnaround and how we had approached that transformation and Jeff was in the first row and being very kind. But then we did this significant partnership where I think it was in 2018. Amazon gave Best Buy exclusive rights to Fire TV platform, which is their smart TV platform, to be embedded into smart TVs. So, any smart TV with the Fire TV embedded in it, Best Buy is going to control that. It’s only going to be sold at Best Buy or by Best Buy and Amazon. And when we did the announcement for this deal, we did it in a store in Beverly, Washington, and Jeff came and we had some media there and Jeff said, TV is a considerate purchase. You got to see the TV. Best Buy is the best place in the world we you can do this. That’s why we’re doing the partnership and we built this stress-based relationship. And, of course, the media was — this was a jaw-dropping moment and Jeff is a very generous man. It’s interesting because it raises another question which is how do you think about competition. As you lead a company, do you obsess about competition or do you obsess about your customers and what you can become. And that’s one of the things that Jeff and and I share which is you obsess about your customers and becoming the best version of yourself you can be. Of course, at Best Buy, we look at Amazon. We wanted to — actually, in the sense, we neutralize them, right, because same prices, same great shopping experience and we ship as fast as they do. So, let’s call it a draw on the online business and then we have unique asset. And so, you’re not obsessed about your competition. In fact, in some cases, you partner with them and I think the world — other than the COVID pandemic, there’s another pandemic in the world which is the fear or the obsession about zero-sum games. The only way that Amazon could win is if Best Buy loses or vice versa. The only way this podcast can be successful, Barry, is if you win and I lose. That’s crazy, right? You get to collaborate and create great outcomes and I think in this world as leaders, we have to think about how we can create when win, win, win outcomes for our customers, our employees, our vendors, the community and ultimately, their shareholders. RITHOLTZ: And to put some flesh on those bones, some numbers on it, in 2007, before the financial crisis, Best Buy had done about $35 billion in revenue. In 2020, they were somewhere in the neighborhood of 47 billion and this year, I think the company is looking for an excess of 50 billion. So, clearly, that’s been heading in the right direction. Let’s talk a little bit about your experience on other boards. You’re in the board of directors of Johnson & Johnson and you’re on the board of directors at Ralph Lauren. What have you learned from those firms that were applicable to Best Buy and what do you bring to the table for those companies? JOLY: Yes. So, I joined — the first board I joined was Ralph Lauren in 2009 and I was the CEO of Carlson Companies, which was Carlson Wagonlit Travel, TGI Fridays and then a bunch of hotels, Regent and Radisson. The reason why I was interested in joining another board was to try to become a better CEO in the relationship with my board and sitting on somebody else’s board, you can see the needs of the board and then you can see how the CEO and their team are dealing with you. So, that was a great experience because when you become CEO and you deal with the board, you have zero experience, right, dealing with the board. So, that’s one of the things you learn on the job. So, that was a great way for me to learn. And these two companies, J&J and Ralph Lauren, they’re two amazing companies. J&J, I joined recently. I joined about 18 months ago. And so, watching Alex Gorsky and his team navigate the pandemic, their Credo-based approach. I mean, they’re the inventor of stakeholder capitalism before (inaudible), right, with their Credo that they created in 1943 that’s focused on all of the stakeholders. They’re one of the most innovative companies. So, they show the value of doing meaningful innovation for the benefit of, in their case, their patients. This is a wonderful entrepreneur. The company was founded in ’67 and it’s a great company, one of the most iconic brands on the planet. So, how do drive this and how do you balance left brain and right brain and, of course, enjoying cooperating with Patrice Louvet, the CEO, who is a terrific guy. And so, learning — I’m like a sponge, I love learning (ph) from others. What I bring, I would frame it along the lines of what I was looking for my board to do when I was CEO and I was not looking for the board to give me all of the answers and do my job, right? But I use the board — I wanted — I build a board that would give me complementary skills. So, I wanted to have the best people on the board that would have skills that would be additive to our management team and use the board as a sounding board to — I would get 80 percent of the value of the board meeting in preparation to the board meeting. And then getting reaction at the sounding board. When you are in the weed, sometimes, you’re missing something and then being able to access unique expertise from my board. So, what I try to bring on these boards is I try to be a resource for the management team, a sounding board, and helping them with their most important issues. I really enjoyed that. I’m in the state now where I started a new chapter as you highlighted, I’m no longer a CEO but it’s a matter of giving back and helping the next generation of leaders be the — become the best version of themselves they can be. So, I do that through boards and through executive education at Harvard Business School, also coach and mentor of a number of CEOs and executives. So, it’s — I just love doing that. RITHOLTZ: So, let’s talk a little bit about what you’re doing now. Tell us about the class you’re teaching at Harvard. JOLY: So, on Monday, August 30th, that is the first day of school for the incoming MBA class. So, I’m one of the professors in the first year. I teach marketing, which is about — it’s focused really on how do you grow a company focusing on the customers. So, that’s one of the things I do. I’m also part of the faculty that’s — as a program for new CEOs. So, twice per year with a small bunch of new CEOs, I did this when I became CEO, that come here for three days and we try to help them out. I’m also part of the faculty that’s doing a program called Leading Global Businesses and last but not the least, I’m really passionate about this, we’re designing and we’re going to pilot program for companies and then also in the MBA program called Putting Purpose to Work and Unleashing Human Magic. So, many companies on this purpose journey today. And so, there’s going to be a series of workshops for the top 30 people, custom programs, one company at a time, and we’re going to try to support them in their journey. We’re doing our first pilot this fall and to look forward to learning from that experience. And I think we’re just in the early innings of that new era of capitalism. So, so much to learn. I’m super excited to be part of that journey with a number of companies. RITHOLTZ: Quite interesting. I have to ask you the obvious question, is your book a book you assigned to your students? What do you have them read? JOLY: So, HBS is a school where there’s really not, for the most part, mandatory reading of any books. So, I know that last year, before the book was established, my wonderful Section E from the MBA program, they all got a copy of the manuscript and they had great conversations, too. Sometimes, the book gets distributed to the participants of the executive education programs. But in the MBA, there’s little mandatory reading. It’s all about, as you know, the case study methodology, which is a wonderful way to learn because it’s hard to learn just from reading. Reading, I mean, I encourage people to read the books for sure but it’s by practicing that you really learned, right? So, that’s the HBS way. RITHOLTZ: To say the very least. And one of the things that Bezos specifically mentioned was that he thought your turnarounds at Best Buy was going on eventually become a Harvard Business School case study. What are your thoughts on that? JOLY: Well, we’re actually working on that with Professor Gupta and it’s going to be taught for the first time. This is going to be fun, right? It’s going to be the last case of the marketing class in December. And so, of course, in my section, it’s going to be ironic. I’m going to be Professor Joly and I’m going to be one of the protagonists. There’s been other cases on Best Buy but this one is going to be much on the turnaround and transformation. So, that’s going to be fun. I’ve also taught it — we’ve also taught it in some of the executive education programs. So, Jeff – I know Jeff is right, there’s a Best Buy case now at Harvard Business School. RITHOLTZ: Really, really quite interesting. So, you mentioned purposeful leadership. Let’s delve into that a little bit. How does one become a purposeful leader who’s focused on creating the sort of environment where others can flourish and perform at their best? JOLY: Yes. This is, for me, such an important information and I grew up believing that as the leader, what was important was to be smart, right, where I went to school and to — some of the best schools and in the early years of my career, this is the left brain would highlight being the smartest person in the room. I’ve learned over the years that this is not what drives great outcome over time. I had an entire reflection and we slowed down. One of the things that is important to do is reflect on why do we work. Is work markedly a mixed reputation, right? We work — is work a punishment because some dude send in paradise, right, or is work something we do so that we can do something else that’s more fun or is work part of our fulfillment as a human being, part of our quest for meaning, right, to talk about Victor Frankl. And one of the things that I really invite myself to do and every leader to do is reflect on this. What’s going to be the meaning of my life professionally? How do I want to be remembered? One of the things we ask the CEOs to do in the CEO program in Harvard is write your retirement speech or with my wife when I — when we coach or mentor CEOs, we ask them to write their eulogy. What would you like other people to say on that day when you’re not here to listen? And I think this is so meaningful because people talk about the purpose of the corporation. I think it starts with our individual purpose, right, because motivation is intrinsic, right? And so, how can you lead others if you cannot lead your life and yourself? For me, that’s the beginning. And very practical, one of the turning points in our journey at Best buy, Barry, was every quarter, we would get together as an executive team for an offsite and one day, I asked every one of the executive team members to come to the offsite with a picture of themselves when they were little, maybe two or three years old. We got some really cute pictures, Barry, I can tell you that and over dinner, we spent the evening sharing with each other our life story and what drives us in life, what’s the meaning of our life. And what came out of that discussion, several things, one is we realized that all of us were human beings, not just a CFO or CMO or CHO, and that, with a couple of exceptions, all of us had the same kind of goals in life, which is it is the golden rule, do something good to other people. And that was transformational because we said, well, we’re the executive team of Best Buy. At that time, Best Buy — we had saved Best Buy and it was — where do we go from here? Why don’t we use Best Buy as a platform to do something good in the world and become a company that customers are going to love, employees are going to love, community is going to love and, of course, shareholders are going to continue to love. And so, there’s a similar idea in my mind which is connecting what drives us as individuals with the purpose of the company and the thing for companies that are embarked on the purpose journey, they write down their purpose but if they just try to cascade it down and communicate it to everybody and say, why don’t you — why aren’t you excited about this new purpose, right, it doesn’t work. We really have to start with what drives every individual and the company and then you realize that, yes, what is your role. So, in the book, I talked about the five Bs of purposeful leadership. The first B is be clear about your — what we are talking about, be clear about your own purpose, be clear about the purpose of people around you and how it connects with what you’re doing at the company. The second one is be clear about your role as a leader. It’s not to be the smartest person in the room but to create the environment in which others can be the best version of themselves. And, of course, if you’re leading a significant company and Best buy has more than 100,000 people, the only thing that happens is the thing that you decide that you come up with, you know it’s going to go far, right? So, it’s all about creating this environment which is significant mind shift. It’s also about — yes, Barry? RITHOLTZ: I was going to say, I’m struck by your comments and this comes through the book about showing vulnerability, inspiring people, embracing your humanity. I think back to the former CEO of General Electric, Jack Welch, whose nickname was Neutron Jack for how frequently he would lay off people and close divisions and fire other executives. When you were putting your philosophy to work at Best Buy, were you aware that this is a radical break from what had come before you? JOLY: Yes. And to quote — so, to go back to France in 1789, at the moment of the Storming of Bastille, there is Louis XVI asked La Rochefoucauld, is this a revolt, and La Rochefoucauld’s response says, no, sire, this is a revolution. And I think that’s what it is and it’s really shifting things. People are not the problem. They’re the source and they’re also the ultimate goal. And I think that most people agree with this, Barry, the challenge is not agreeing with this now, I think it’s really doing it and it’s — I can speak from experience. If you were to look at my face, you would see all of these scars on my face. Learning from experience and trying to get better at this is a lifelong journey of learning to be vulnerable. I was raised — being taught that I — you couldn’t say I don’t know and now, in the world we live, did you have a manual for the COVID pandemic, did you have a manual for back-to-the-office, Barry? No. So, it’s clear that we don’t know. So, we have to be able to say my name is Hubert and I need help and we’re going to work together to figure it out. So, there’s a C change in leadership, meaning from a place of purpose and with humanity and a great deal of humility. RITHOLTZ: So, I want to talk about the pandemic in a moment. I want to stick with this revolution that you mentioned. There’s a quote from the book that I really like, quote, “The Milton Friedman version of capitalism got us here. But now, this model is failing.” Explain to us how it got us here, why it’s failing now and what comes next. JOLY: I used this to highlight the idea which mainly has been Milton Friedman’s, only I get was the context when he spoke. But the obsession with profits being the only thing that matters is proven to be poisonous and excessive focus on profit is poisonous and there’s several reasons for this. One is when we look at the reported profit of the company — by the way, if anybody believes that U.S. GAAP really tries to equate economic performance, study your accounting again, it’s not even trying, it’s a set of principles. There’s many things that GAAP profit does not capture, including your negative impact on the environment or how well your sales force is trained. The other thing is that it focuses on an outcome. So, in medicine, the (inaudible) analogous is my MD was focused on my temperature, right, and I don’t want a doctor that’s purely focused on my temperature because maybe he’s going to put the thermometer in the fridge or in the oven, right, depending. I want somebody who’s going to be interested in what’s driving my health and try to help me get healthy. And so, we got confused by this obsession and that was (inaudible) and, of course, there’s extreme cases. Enron is one of them but — where we lost track of why we’re on this planet and responsibility with doing the right thing. So, this new model, the reinvention of business probably going back to some of our roots, right, with the idea that business is here to purse enabled (ph) purpose. And this is not about socialism, this is about doing something good in the world that could be responding to needs of customers in a way that’s responsible. It’s about putting people at the center embracing all of the stakeholders in a harmonious fashion, refusing zero-sum games and treating profit as an outcome. I think that’s the formula that’s employed by some of the best companies on the planet. And as leaders, we need to go back to that and to learn new things because we’re so influenced by some of the techniques we learned last century, including this top-down management approach and using it extensively. So, that’s something you’re going to learn over time. There’s research by the MIT that shows that financial incentive deteriorates performance, which is the opposite of what we’ve learned, right? But if you feed somebody with carrots and sticks, beware because you’re going to get a donkey, right? RITHOLTZ: Right. JOLY: And in a world where you need creativity and people to be their best, motivation is going to be intrinsic. So, that’s what you need to be able to touch and get to the environment where people want to be their best and make a meaningful contribution in their work. So, I think this is a very exciting phase. This is an urgent phase because I’m concerned probably like you and many others that we have a few ticking timebombs and I have three wonderful granddaughters. I want to do my best to try to, quote-unquote, “make the planet” be a better world, right, than the current trajectory. RITHOLTZ: And this is very consistent, I have a fuller understanding of your philosophy that profit should be an outcome and not just the goal in and of itself. You’ve really put some meat on those bones. JOLY: Yes. Thank you, Barry, and there’s practical implications of that again and starting your monthly business meetings or even your board meetings with people and organization and then customers and business and then basically (ph) with with financial results. You should take care of the first two, the profits will follow. So, it’s a significant practical and philosophical transformation. Talking about quotes here, we quoted Milton Friedman, but I love this quote from the Lebanese prophet, Kahlil Gibran, who said that work is love made visible. RITHOLTZ: That’s a wonderful quote. And let’s talk a little bit about visibility of some of the changes you did. By the time you stepped down from the board of directors in June of last year, Best Buy’s board of 13 directors had, for the first time ever, a majority of women and three African-American directors. Tell us how you brought about this increase of diversity. What about diversity throughout the rest of the company and what was the impact of so much inclusion and a shift away from the older homogenous types of boards? JOLY: I think, Barry, it’s clear for every one of us today that having diversity is going to get to a better business outcome and I do believe that has there been Lehman brothers and sisters instead of Lehman brothers, we would have had a different outcome. But if you also take it a very practical fashion, in one of our stores in Chicago that’s in the Polish neighborhood, if the blue shirts don’t speak Polish, they’re not going to sell much. RITHOLTZ: Right. JOLY: Or when we had Brazilian tourists in Orlando, the blue shirts didn’t speak Portuguese, they were not going to sell much. So, having diversity of every dimension, talent, skills, profiles, gender, race, the country’s color is changing very rapidly, it’s becoming black and brown, we have to represent — it’s very simple, we have to represent the diversity of the customers we serve. If we don’t, bad things happen. And so, there’s a business imperative, there’s also a moral imperative when we see the state of the country. So, from a gender standpoint, as I said, I have three granddaughters, I want them to have the best opportunities, and why would it make sense to only recruit from a quarter of the population, right? RITHOLTZ: Right. JOLY: The board’s — I’ll say the board’s composition was a great place to focus now. It’s not the only one. When we rebuilt the board study in 2013, we want to have the best skills. We were determined to be diverse. So, we had an early focus on gender diversity and when I started to focus more on ethnic diversity, probably starting in 2016, 2017, I met — I had a great meeting with Mellody Hobson of Ariel Investments and … RITHOLTZ: Sure. JOLY: … she’s now the Chair of Starbucks, everyone knows Mellody, she’s amazing, one of the things she told me is that people cannot be who they cannot see. And so, starting at the top and having a board that would signal the direction was important. So, what’s really — and changing the composition of the board is not that hard with only 10 or 12 or 13 people, how hard can it be? So, we told the headhunter don’t bother giving us resumes of non-black directors, right, and if you believe that you are unable to find great black candidates, well, say that’s OK, we won’t have a problem with that. We’ll just work with another firm. It’s not a problem. And so, we recruited three amazing directors and we got them on the board that they’ve concluded (ph) in this direction and I think it makes a huge difference. And, of course, Best Buy is headquartered in Minneapolis and following the killing — the murder of George Floyd, it’s pretty simple, if you — if the city is on fire, right, if the community is on fire, you just can’t open stores, right? You can’t run a business. RITHOLTZ: Right. JOLY: So, in this country, we have this big racial issue that has been going on for centuries. I think generation has the opportunity to end systemic racism and that’s something we, I think, business can play a big role in this. So, that was determined and that’s what we did. RITHOLTZ: Let’s jump to our favorite questions that we ask all our guest starting with tell us what you’re streaming these days, give us your favorite Netflix or Amazon Prime, what’s keeping you entertained during the pandemic? JOLY: I have so much electronic equipment in our place that I’m doing a lot of streaming. I love — I always listen to music. I’m a movie buff. I have a collection of probably 800 movies on my (inaudible) setup. Our favorite I would say recently has been “Good Doctor.” I think that’s Season 5, it’s starting at the end of September. We’re very excited about this. And then from a podcast standpoint, I like listening to HBR’s Idea Cast. That’s a weekly – a great weekly podcast. Whitney Johnson has a great leadership podcast called “Disrupt Yourself.” And then I have to mention, there’s a young teenager, well, teenager would be young anyway, right, but let’s call him a teenager, Logan Lin has got a FinanZe podcast that focused on the Z generation. My God, the guy is so cool. So, everybody joins and downloads FinanZe spelled F-I-N-A-N-Z-E and that’s Logan Lin. RITHOLTZ: Quite interesting. We hinted at some of your mentors but let’s jump into that in more depth. Tell us some of the people who helped to shape your career. JOLY: There’s so many, Barry. Jean-Marie Descarpentries, a client of mine, had this big influence on me teaching me so much about how to put people first and treating profits as an outcome. There were two great friends, yes, who happened to be monks in a religious congregation in the early ’90s. That was a turning point. They asked me to write a couple of articles with them on the theology and philosophy of work which is where I got a lot of my roots in terms of work as part of our search for meaning as individuals, as human beings. It changed my perspective on work. Another turning point, too, in my early 40s, you could say throughout the book, it was at the top of my first mountain, right, had been a partner at McKinsey & Company. I was on the executive team of Vivendi Universal, by many measures., I’ve been successful, right, except I think the top of that first mountain was very dry which was not fulfilling. There was no real meaning. So, I call it my midlife crisis, right? So, instead of going on to an island, I did — I stepped back and I did the spiritual exercises of Ignatius of Loyola. So, you could say the founder of the Jesuits, of course. You could say he was one of my mentors that was really helpful to help me discern my calling in life, which today or since then has been to try to make a positive difference on people around me and use the platform I have to make a positive difference in the world which is what I’m doing now teaching and mentoring and so forth. And then we mentioned Marshall Goldsmith, my first coach and a good friend. Later on, I also worked with Eric Pliner at YSC. When the board — so, Marshall was doing my annual — having that board with my annual evaluation and the board realized that Marshall and I were such good friends and said, we need somebody more objective now. And we got Eric Pliner, who is now the CEO of YSC, worked with me but also his firm works with every one of our executives and helps us with executive team’s effectiveness and that was quite transformative. You should have spent more time earlier on not just on building the right team but enhancing our team effectiveness and I learned a lot working with Eric in that journey. RITHOLTZ: Let’s talk a little bit about everybody’s favorite question, tell us about some of your favorite books and what are you reading right now. JOLY: I read three books this summer. The first one is by Rakesh Khurana who’s now the President of Harvard College and it’s called “From Higher Aims to Hired Hands” which is the history — exactly for me, the history of business education in the U.S. over the last 120 years and how the business school curriculum were saved and how — and why he believes and I do believe as well that we need to evolve it not just learning techniques but also with — it’s not just about learning something or learning to do something, it’s also learning to be, which is I think an entire journey. I also read “Caste” by Isabel Wilkerson and a book by my colleague, Tsedal Neeley, “Remote Work Revolution” which is, of course, a very timely book. Best book ever read, I have to mention Marcel Proust being French, “In Search of Lost Time.” It’s only 3,000 pages. So, if you have a minute or two, I encourage you to get to it. Victor Frankl’s “Man’s Search for Meaning” is another favorite. And you mentioned the Marshall Goldsmith’s “What Got You Here Won’t Get You There.” And finally, I have to mention my wife’s book called “Aligned: Becoming the Leader You’re Meant To Be” and her name is Hortense Le Gentil. It’s one of the best leadership books that I’ve ever read and, of course, a little bias maybe. RITHOLTZ: Maybe you’re a little bit bias. So, you work with grad students and college students, what sort of advice would you give to a recent college graduate who is interested in a career either as an executive or leadership or even in retail? JOLY: I think the advice is the same as we give the new CEOs is write your retirement speech or even better, write your eulogy. And I know my good friend John Donahoe, who’s now the CEO of Nike, did this when he graduated and he’s always kept it. And I understand he goes back to it every year and it’s hard. (Inaudible) between the ages of 26 and 34, early in your adult life, you don’t necessarily know everything but try to write it and see what journey you want to be on and how you want to be remembered. That would be one plot. RITHOLTZ: Quite interesting. And our final question, what do you know about the world’s of leadership and executive management today that you wish you knew a couple of decades ago when you were first getting started? JOLY: Well, there’s so much over the years. I think it has to do with profits being an outcome not the goal. It’s about importance of looking at drivers of performance. It’s about my role as a leader is not to be the smartest person in the room but to create the right environment. Not about being perfect. Nobody’s perfect. And I think the quest for — maybe I’ll finish with this, the quest for perfection can be very dangerous, can be evil, right, because if you’re trying to be perfect, guess what, you’re not going to be successful. You’re going to be incredibly demanding and harsh with people around you because you expect them to be perfect. And so, you have to be laxed and be kind with yourself and others around you and be able to open up and share what you are struggling with, understand what they’re struggling with and help each other out. That’s the — I think to me, that’s — it’s such an important consideration. The quest of perfection can be very dangerous. Be kind to yourself. During the pandemic, we learned so much, right? We used to fly around Barry, long time ago on planes, right, and we were told by the steward or the stewardess, if the oxygen mask comes down, put it on yourself first before you help others. So, as we continue to go through challenging time, taking care of yourself as a leader, making sure you meditate, you reflect, you exercise, you ask for help either from your personal board of directors, your best friends, that’s the key thing, that’s going to be the way that we can then help others. So, take care of yourself first. RITHOLTZ: Quite interesting. We have been speaking with Hubert Joly, former Chairman and CEO at Best Buy and currently a lecturer at Harvard Business School. Thank you, Hubert, for being so generous with your time. If you enjoy this conversation, be sure and check out any of our previous 376 former discussions that we’ve had. You can find those at iTunes, Spotify, Acast, wherever you feed your podcast fix. We love your comments, feedback and suggestions. Write to us at You can sign up for my daily reads, you can find those at Follow me on Twitter @Ritholtz. I would be remiss if I did not thank the crack staff that helps put these conversations together each week, Charlie Vollmer is my audio engineer extraordinaire, Atika Valbrun is my project manager, Paris Wald is my producer, Michael Batnick is my researcher. I’m Barry Ritholtz. You’ve been listening to Masters in Business on Bloomberg Radio   ~~~   The post Transcript: Hubert Joly appeared first on The Big Picture......»»

Category: blogSource: TheBigPictureSep 27th, 2021

New Rochelle development site hits market

Newmark announces it has been retained to sell a 19,706 s/f prime development site at 115-117 Cedar Street in New Rochelle, NY. The property is zoned for as-of-right commercial uses and can span up to 137,942 square feet of buildable space. Newmark’s Executive Managing Director Ron Solarz represents ownership retained... The post New Rochelle development site hits market appeared first on Real Estate Weekly. Newmark announces it has been retained to sell a 19,706 s/f prime development site at 115-117 Cedar Street in New Rochelle, NY. The property is zoned for as-of-right commercial uses and can span up to 137,942 square feet of buildable space. Newmark’s Executive Managing Director Ron Solarz represents ownership retained by the owner’s bankruptcy estate approved by the US Bankruptcy Court. The Westchester City Planning Board previously okayed the development of a Tryp Hotel by Wyndam at the site envisioned by developer Ward Capital Management, but that plan collapsed when the sponsor was unable to secure financing. Current ownership has assembled a complete set of drawings for a 146,000 s/f hotel featuring two restaurants and a full-scale catering facility (rendering top). The hospitality component sits atop a built-in 433-car parking structure. The development site can accommodate office space, hotel, medical laboratories, storage, warehousing and distribution space, health and recreational clubs, restaurants, bars and nightclubs, motor vehicle rental agencies, and motor vehicle dealerships. “New Rochelle has been growing very quickly over the past few years as the city looks to embrace new developments,” Solarz said. “This site at Cedar Street offers a potential investor to buy a well-priced development opportunity.”    115 Cedar Street New Rochelle is poised for continued significant economic growth as The City’s Department of Development is working in concert with the Business Improvement District and New Rochelle Industrial Development Agency to attract development that is changing the face of downtown. RXR Realty has designed an urban masterplan that will yield more than 12 million square feet of new construction, including up to 2.4 million square feet of commercial office space, one million square feet of retail, 6,370 housing units, and 1,200 hotel rooms. This effort is projected to bring an additional 12,000 to 15,000 new residents to the surrounding area when complete. New Rochelle’s commuters have easy access to I-95 and the Hutchinson River Parkway and a convenient trip to the three major New York-area airports and the growing Westchester County Airport. The train station at New Rochelle accommodates the Metro-North railroad line and the regional Amtrak line with connections to Boston, New York and Washington, DC. The express trains to Grand Central take just over a half-hour for commuters. The Transit Center, adjacent to the train station, accommodates local buses and provides airport limousine service and convenient parking for over 900 cars.  The post New Rochelle development site hits market appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklySep 27th, 2021

Mayor charges up plan to build offshore wind farms in New York waterways

Mayor Bill de Blasio and New York City Economic Development Corporation (NYCEDC) have announced a 15-year, $191 million Offshore Wind Vision (OSW) plan to make New York City a leading destination for the offshore wind industry. The plan also ensures the city meets nation-leading climate goals of 100-percent clean electricity... The post Mayor charges up plan to build offshore wind farms in New York waterways appeared first on Real Estate Weekly. Mayor Bill de Blasio and New York City Economic Development Corporation (NYCEDC) have announced a 15-year, $191 million Offshore Wind Vision (OSW) plan to make New York City a leading destination for the offshore wind industry. The plan also ensures the city meets nation-leading climate goals of 100-percent clean electricity by 2040 and carbon neutrality by 2050.  The move to wind investment will put New York City on path to create over 13,000 jobs and generate $1.3 billion in average annual investment, according to the EDC. It will also reduce  CO2 emissions by 34.5 million tons – the equivalent of removing nearly 500,000 cars from roadways for 15 years “The Climate Crisis is real. New York City will serve as the model for taking climate action and growing the Offshore Wind Industry with a real long-term vision plan focused on equity,” said Mayor de Blasio. “We have the opportunity now to deliver on promises and set the City on a path towards a sustainable future.”  Map of the five offshore wind projects in active development in New York New York already has five offshore wind projects in active development – the largest offshore wind pipeline in the nation totaling more than 4,300 megawatts and representing nearly 50 percent of the capacity needed to meet New York’s nation-leading offshore wind goal of 9,000 megawatts by 2035. In Sunset Park, Brooklyn, NYCEDC and its partners have collaborated to activate the South Brooklyn Marine Terminal (SBMT) into a OSW port, to be operated by Equinor, a global developer of offshore wind power operating the Empire Wind Project. This ensures that a sizeable piece of the burgeoning industry will land in New York City by the mid-2020s. Brooklyn Marine Terminal The plan announced this week cements the focus on three core areas: sites and infrastructure, business and workforce, and research and innovation.  New York needs to build the infrastructure that will support the construction and operation of offshore wind farms and the plan outlines how the city will expand its manufacturing sector to build, stage, and install wind turbines, and ensure they can be serviced and powered locally. NYCEDC will also be working with the offshore wind industry and partners to launch an accelerator that will allow New York-based startups to build out the next generation of technologies to support advancement in the field.  “This forward-looking plan to grow the Offshore Wind Industry sets New York City up to reduce emissions while creating good green jobs,” said United States Senate Majority Leader, Charles E. Schumer. “The Mayor has long understood the way transforming our energy system will drive our economy to new heights. I am thankful to him for continuing to provide bold leadership on this vital issue.” To help ensure progress is made, NYCEDC will establish an Offshore Wind Industry Advisory Council led by co-chairs Elizabeth Yeampierre, Executive Director of UPROSE, and KC Sahl, Northeast Energy Market Leader at VHB, a civil engineering firm active in the offshore wind industry. The council will be made up of additional community, business and nonprofit leaders with relevant expertise and experience. “For decades, offshore wind developers, supply chain manufacturers, consultants, and environmental justice organizations have dedicated themselves to a clean energy future, while creating economic opportunities for all communities. The New York City Offshore Wind Advisory Council will work to align these efforts to best serve the future of New York City,” said Sahl. In July, New Jersey cleared the way for hundreds of wind turbines off the state’s coast in coming years. Two wind farm projects have already been approved, potentially giving New Jersey the second-most offshore wind power of any state, behind only New York. The post Mayor charges up plan to build offshore wind farms in New York waterways appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklySep 24th, 2021

CPC approves rezoning to turn Blood Center into life science hub

The City Planning Commission today approved by vote of 8 to 2 the New York Blood Center’s ULURP application for an applied life sciences hub called Center East on the Upper East Side that will serve as a key driver of the city’s life science innovation ecosystem and a key... The post CPC approves rezoning to turn Blood Center into life science hub appeared first on Real Estate Weekly. The City Planning Commission today approved by vote of 8 to 2 the New York Blood Center’s ULURP application for an applied life sciences hub called Center East on the Upper East Side that will serve as a key driver of the city’s life science innovation ecosystem and a key part of its pandemic response infrastructure. The Blood Center’s project is one of the key rezonings left under Mayor de Blasio’s administration. Per the city’s land use process, the City Council will now consider a project that will see the New York Blood Center is partner with Longfellow Real Estate to transform its East 67th Street headquarters into a 600,000 s/f life science campus. Called Center East, the hub will replace NYBC’s existing facility with a state-of-the-art center anchored by NYBC, which supplies life-saving blood products and services to nearly every hospital across the five boroughs and delivers stem cell products to over 45 countries worldwide. “This is exactly the project our city needs right now. Center East will position New York to be a life science innovation hub, create jobs, stimulate billions in economic output annually, and open career opportunities for local students and young professionals. Our vision for a state-of-the-art life science facility will not only ensure the nonprofit Blood Center continues to provide safe, affordable blood services to the region’s hospitals, but enable the center to significantly expand its life-saving research on COVID-19 and blood-related diseases in collaboration with institutions and biotechnology partners all under the same roof,” said Rob Purvis, Executive Vice President and Chief of Staff, New York Blood Center. However, the project has seen opposition from the local community which has criticized its height and residential to commercial zoning it requires. Among the loudest voices against the plan is Council member Kallos, who told the City Planning Commission over the summer, “The New York Blood Center has been seeking to build a tall tower for as long as I can remember, for my entire career in politics, back to when I first started in 2006 on Community Board 8, and again in 2016. At every stage, their aggressive proposals have been rejected by elected officials and the local community.” Kallos said that the community doesn’t have a problem with expansion within current zoning, which would permit expanding the current three-story building to seven stories. However, earlier this month, a grassroots coalition representing thousands of New Yorkers endorsed the Blood Center’s proposal. Its members—including Laborers’ Local 79; Greater New York LECET (Laborers-Employers Cooperation and Education Trust); Building & Construction Trades Council of Greater New York; Urban Upbound; Community Voices Heard, Baruch Computing and Technology Center; and The Knowledge House—all signed a letter urging local Council Member Ben Kallos and the City Council to advance the project. GARY LABARBERA Gary LaBarbera, President of the Building and Construction Trades Council, said, “The New York construction industry lost 74,000 jobs and $9.8 billion in economic activity last year during the shutdowns triggered by the pandemic. Projects like Center East are critical to the future of New York City as we look to rebound, and build back stronger than ever. “The building and construction trade industry represents 20 percent of the city’s economy, 10 percent of jobs and 5 percent of wages. While it is disheartening to hear that the NIMBY voices are once again putting themselves and their own personal interests ahead of the greater good, it’s certainly not surprising or new. Center East will generate more than 1,500 full-time construction jobs and $1.1 billion in economic output annually. Our city needs this project now.”   CARLO SCISSURA Carlo Scissura, New York Building Congress President and CEO, added, “The New York Blood Center is a crucial hub for New York’s life science industry, and given the heightened need following the COVID-19 pandemic, now is the time to create a purpose-built center that will help the Blood Center’s important mission. New York City boasts industry-leading life science institutions, but we have yet to reach our full potential as one of the country’s leading life sciences hubs.” The post CPC approves rezoning to turn Blood Center into life science hub appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklySep 22nd, 2021

Hines, NPS acquire San Fran’ PG&E campus, plan massive redevelopment

Hines, the international real estate firm, and the National Pension Service of Korea (NPS), announced the acquisition of the historic Pacific Gas & Electric Company (PG&E) campus in the South Financial District in downtown San Francisco. Hines and its partner NPS, through their global build-to-core mandate, will reimagine and breathe... The post Hines, NPS acquire San Fran’ PG&E campus, plan massive redevelopment appeared first on Real Estate Weekly. Hines, the international real estate firm, and the National Pension Service of Korea (NPS), announced the acquisition of the historic Pacific Gas & Electric Company (PG&E) campus in the South Financial District in downtown San Francisco. Hines and its partner NPS, through their global build-to-core mandate, will reimagine and breathe new life into the site . Upon completion, the PG&E campus will represent the largest deal along Market Street in San Francisco in the last 10 years, and deliver two next generation office projects totaling approximately 1.6 million square feet and a future multifamily component. The first of the two office projects will consist of the restoration and renovation of a 600,000 s/f office complex dating back to the early 1900s. Hines plans to honor the building’s history and architectural integrity while elevating the office experience to trophy historic product quality. Hines will retain the historic architecture of the building facade and the original lobby but upgrade the building’s systems and technological capabilities to achieve the modern functionality of a Class-A office building. 77 Beale, to be renamed 200 Mission, is an existing 1,000,000 s/f 34-story tower which will be repositioned into a brand-new, premier office tower oriented toward Mission Street. Hines will completely transform the existing dated building into a state-of-the-art tower including all new systems and aesthetics. Led by Pickard Chilton, the future-facing design will meet the needs of a range of occupiers seeking to entice the next generation of workforce talent.    Lastly, Hines anticipates commencing the development of 50 Main, a new multifamily apartment complex that will consist of over 600 units. More details will be released in relation to this ground-breaking residential site in the future. “The site of PG&E’s headquarters is undoubtedly one of the best locations along the entire West Coast and we believe these projects will be the epitome of the next generation of office buildings, designed to answer future tenant needs by addressing what their employees want,” said Paul Paradis, senior managing director at Hines. “We are excited to be on the front lines of cutting-edge innovation in the built environment.” As part of the joint venture that NPS and Hines formed last year, this project aims to capture evolving demands by modernizing spaces across the real estate industry. “This venture targets a build-to-core strategy to create a portfolio of prime assets resilient to market uncertainties,” said Scott Kim, Head of Real Estate Investment Division at NPS. “This project embodies NPS and Hines’ belief that long-term investments in proven locations, supported by innovation and new technology, will capture sustained demand and create outsized value.” “We have been able to capitalize on an ideal project in the heart of San Francisco to create three emblematic projects that are representative of the future of real estate,” said Alfonso Munk, CIO of the Americas at Hines. “We are very excited to see this project come to life and set the bar for many more projects between Hines and NPS in the future.” “The Hines vision for this important block in the heart of downtown San Francisco is great news for the future of our city,” said Mayor London Breed. The proposed mix of uses – including residential, retail and office – addresses a crucial need for housing while bringing more economic vibrancy to our city. We look forward to seeing Hines deliver this exciting new addition to our community.” Hines has a long involvement with the PG&E campus, having completed a redevelopment project in the mid-1990s and served as property manager for a decade following. The PG&E project is located directly across the street from Hines’ landmark 101 California, developed in 1982, and nearby several other Hines signature projects in the area. The post Hines, NPS acquire San Fran’ PG&E campus, plan massive redevelopment appeared first on Real Estate Weekly......»»

Category: realestateSource: realestateweeklySep 22nd, 2021

Cleveland, Browns owners propose grand park to link downtown to lakefront, develop land around FirstEnergy stadium

The project would solve a problem Cleveland has wrestled with for more than a century — how to span the gap between the city’s downtown and the waterfront......»»

Category: topSource: bizjournalsMay 16th, 2021

Birmingham city council to consider incentives for Palisades dealership project

The former Virginia College campus at The Palisades may be redeveloped as a new high-end car dealership......»»

Category: topSource: bizjournalsMay 14th, 2021

New marijuana stores and cultivation facilities won"t be allowed to open in some neighborhoods

After Denver's city council approved changes to marijuana regulations to allow things like pot delivery and pot-friendly lounges, the Department of Excise and Licenses released a list today of neighborhoods where new pot stores and cultivation f.....»»

Category: topSource: bizjournalsMay 11th, 2021

Controversial Dallas high-rise gets city council approval

The project generated dozens of formal letters of opposition......»»

Category: topSource: bizjournalsApr 29th, 2021

Third round of Invest South/West seeks proposals for sites in Hermosa, East Garfield Park and South Shore/South Chicago

A long-vacant Chicago landmark west of downtown is among three sites where the city is seeking development proposals as part of Ma.....»»

Category: worldSource: nytApr 23rd, 2021

Jacksonville City Council approves loan for Jacksonville Icemen facility renovation

The loan approved by the city is part of an $18 million project by the team......»»

Category: topSource: bizjournalsMar 24th, 2021

Miami Beach approves incentives to attract high-paying tech, finance jobs

Miami Beach will offer between $180,000 and $240,000 to each qualifying company that aims to create new jobs in the tourism hot spot. The incentives, unanimously approved March 17, are part of the city's efforts to diversify its hospitality-driven .....»»

Category: topSource: bizjournalsMar 19th, 2021

Hot sauce company considering leaving Charlotte for High Point

HIgh Point city council approved more than $30,000 in incentives in hopes of luring Hot Shots Distributing, which would bring 21 jobs and invest $565,000 in building upfits......»»

Category: topSource: bizjournalsDec 24th, 2020

Historic landmark designation for CityView building would add new wrinkle for Jay Paul megaproject

If the building is designated as a historical San Jose landmark, the developer of an approximately 3.8-million-square-foot office campus project in the city's core may have to alter its current layout or purchase more property in downtown......»»

Category: topSource: bizjournalsMay 7th, 2020

Baltimore Police Department to move Central District to former Baltimore Sun building

The former downtown headquarters for The Baltimore Sun will be converted to new offices for the Baltimore Police Department's Central District if a deal is approved by the city's spending panel Wednesday. The BPD would lease the Art Deco-style bui.....»»

Category: topSource: bizjournalsApr 21st, 2020